Hassan Abu Alburghol

Getting promoted to a senior level in the ComOps (Commercial & Operations) department required me to maintain technical competency sharing best practice and updates with the team and lead quality improvement initiatives across the team including but not limited to existing and future quality KPIs and ISO system requirements. Moreover, part of my tasks is to perform periodic reviews of quality aspects of Inside Sales work to ensure quality improvements are being suggested and implemented. Becoming a Senior within the team gave me the opportunity to act as a resource for colleagues with less experience, lead the team in preparing proposals, contracts, RFP’s, RFQ’s, Pre-qualifications etc., perform periodic reviews of completed projects with Project Management and Finance to ensure accuracy of pricing model, and be part of documents development process such as method statements, projects quality plans, HSE plans, etc.

After two years of working with the Commercial team, I was asked to put on the Operations hat as well. I started managing projects and became the sole Project Manager for certain projects beside my role in proposals to utilize my knowledge and skills in project management. Therefore, this unique opportunity allowed me to handle projects from the bidding stage up until the project completion. Going through all the stages from costing, quoting, handing over, negotiating, scheduling and invoicing was significant in becoming proficient in the whole job process. Furthermore, I have taken the lead on several challenging projects in terms of operations, logistics and scheduling across the MENA region.

Being part of the Eastern Hemisphere’s Commercial team, I was mainly assigned to handle MENA bids and proposals with regards to pipeline integrity solutions and in-line inspection services; nevertheless, I also support other regions whenever needed. I started handling relatively small quotes, but developed throughout the years to owning multi million dollars bids with huge end users such as KOC, Adnoc and Aramco. I have proudly established a systematized linkage between Sales and Operations in the ME which did not exist before. Moreover, technical, commercial and legal meetings were driven and organized by myself within the company or with the customer, which facilitated in creating wide trustworthy connections within my colleagues in TDW and with customers.

I was part of the Thermal Management Division, previously known as Tyco Thermal Controls before the acquisition by Pentair. As an inside Sales Engineer, I was taking over electrical heat tracing RFQs and provide quotations and system designs accordingly. Not only was I supporting the Sales team with proposals and designs, but also I was accompanying them in their customer meetings and negotiations. One of the main highlights from my time with Pentair was when I successfully lead the market focus and study on Skid manufacturers in the industry, which resulted in identifying many possible leads and numerous potential customers.

Part-time job. Worked in different events like the Formula1 where I was checking the audiences' ticket, guiding them to their seats and fulfilling their need. Also participated in GASTECH 2009 where I worked as a registrar for the clients. It was a great experience dealing with different people from different cultures.

I spent most of the internship in the Company's workshop and my role there was mainly detecting and fixing the electrical problems in the different defected home appliances, especially air conditioners. Through this training period, I was introduced to the latest technologies of Air Conditioning systems.